声音简介
I said,“Andy, I still can't.I need to describe how this process worked its way through a very different industry,so you can visualize how it works.”I told the story of the steel-mill industry, in which Nucor and other steel mini-mills disrupted the integrated steel-mill giants. The mini-mills began by attacking at the lowest end of the market- steel reinforcing bar, or rebar— and then step by step moved up toward the high end, to make sheet steel— eventually driving all but one of the traditional steel mills into bankruptcy.
When I finished the mini-mill story, Andy said,“I get it.What it means for Intel is...”and then went on to articulate what would become the company's strategy for going to the bottom of the market to launch the lower-priced Celeron processor.
I've thought about that exchange a million times since.If I had tried to tell Andy Grove what he should think about the microprocessor business, he would have eviscerated my argument. He's forgotten more than I will ever know about his business.
But instead of telling him what to think, I taught him how to think.He then reached a bold decision about what to do,on his own.
我说，“安迪，我还是不能，我需要描述这个过程在每个不同行业中如何运行，你可以想象它是如何运作的。“我讲了钢铁的故事，纽科和其他小型钢铁厂击败了整合了的钢铁厂巨头。小厂开始通过攻击市场的最低端—钢筋，或者说钢筋—一步一步地进入高端，制造钢板—最终撼动了所有，导致一个传统钢厂破产。
当我讲完小厂的故事后，安迪说:“我明白了。这对英特尔意味着什么...“然后继续阐述公司的发展战略，做市场最低端，推出价格更低的赛扬处理器。
我已经想了无数次那次交易了。如果我试图告诉安迪·格罗夫他应该怎么想微处理器行业，他会驳得我体无完肤。关于他的生意。他忘记的比我知道的更多，
但我没有告诉他该怎么想，而是教了他如何思考。然后他自己做出了一个做什么的大胆的决定。
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